Claire Jenkins Chartered MCIPD

Leading the development and implementation of workforce analytics and data driven insights, recruitment strategy, and daily activities of the People Operations team. Leading an organisation-wide strategic workforce plan to integrate with the Trust's business plan. Developing and implementing a workforce insights and analytics strategy to support sustainable delivery and growth. Leading, developing, and supporting implementation of high quality, evidence based digital workforce solutions which positively impact upon the employment experience of the workforce.

Leading, designing, and delivering the Trust's Volunteer Strategy, involving and engaging volunteers, paid staff and service users to ensure they have the opportunity to shape the organisation's work. Overseeing all aspects of the 'volunteer journey' as prospective volunteers are recruited and inducted into the Trust. Supporting services in their day to day management of volunteers and collaborating with colleagues across the Trust to promote and celebrate the work of volunteers and developing fulfilling volunteer roles.

Founder and Director of Alphatots, a series of different level classes for 0-5 year olds to have fun learning early phonics and fine motor skills. Giving children a great start to reading and writing.

-Support the Chair of Governors in the conduct of meetings, ensuring effective functioning of the board. - Deputise for the Chair in the event of their absence. - Support the effective organisation of Committees - in particular Staffing Committee (including Head Teacher performance review), Governing Body Self-Assessment Committee, and Teaching & Learning Committee. - Check, with the Chair, that decisions taken by the Board are enacted. - Act as Link Governor for Maths, Phonics, and Equality & Diversity.

I help set the strategic vision for this Ofsted-rated outstanding primary school, maintaining an overview of its direction and high level management. Responsibilities include ensuring: -clarity of ethos, vision and strategic direction; - school leaders are held to account for educational performance of the school; - there is a school development plan – which identifies the school’s priorities for improvement and future direction; - the school budget is well managed; - reviewing the performance of the headteacher; - procedures are in place for performance management as well as handling staff grievances, discipline and dismissal; - care and maintenance of the premises, and health and safety matters; - approval of a policies required which establish a framework for management of the school. In particular I have responsibility within the governing body for leading on issues concerning the school's gifted and talented children. Park Road Sale Primary School is one of the top performing schools in England. Ranked at number 13 in the 2015 Sunday Times list of top 200 schools and rated outstanding by Ofsted, it is also in the top 2% of schools nationally for its excellent phonics teaching. Park Road Sale Primary School pupils at key stage 2 achieved the highest level results across its local authority area in 2015. The school has also achieved national and international awards for its work in ICT, being one of the first schools to gain a 3rd Millenium Learning award and winning a prize in the Premio Fundación Telefónica de Innovación Educativa 2012.

Full time mentor, development coach, and tutor to a highly active toddler. Using a Montessori approach, combined with a variety of outdoor investigative activities and group work, I am working to ensure my son is fulfilling the criteria set out by the national EYFS (Early Years Foundation Stage), as well as growing into a healthy, happy, and sociable little boy. My responsibilities include: - producing varied sensory stimulation, provoking explorations of new sights, sounds, textures, tastes, and smells. - assisting in the development of language and communication skills, including sign language and French classes - teaching life skills such as preparing food - providing opportunities for creative development through pretend play and craft activities - providing opportunities for discovering the world by exploring a variety of environments such as woodland (including mini beast hunting) and seaside areas. - helping to strengthen gross motor skills through physical activities including swimming, trampolining, and climbing - improving fine motor skills through lacing games and cutlery practice - attending group sessions to boost confidence and social skills.

Corporate lead for volunteering at Action for Children, providing strategic co-ordination across the UK for the development and implementation of their volunteering strategy. Responsible for developing and supporting the volunteer workforce, helping the organisation demonstrate the added value of volunteers to its work, including the capture of new business, maximising the potential of volunteers within Action for Children, and building on existing volunteering good practice. Results for 2010-13 showed a 29% increase in the number of regular volunteers across the UK, to over 2100.

Employed by VAS on behalf of the Sheffield First Partnership (Local Strategic Partnership) to develop a volunteering strategy to bring about a sustainable increase in the level and quality of volunteering in Sheffield, in line with Sheffield’s Local Area Agreement. Negotiated and achieved buy-in from key stakeholders across voluntary, public, and private sectors, to implement the strategic business plan. Proxy measure showed a result of 23% increase in volunteer numbers across cooperating organisations. Blog updates of the development and implementation of the strategy available here: http://sheffieldvolunteeringstrategy.blogspot.co.uk/

Set up and managed a network of volunteers to support patients and visitors in a large acute hospital serving Wolverhampton and the Black Country. I devised a five year strategy, incorporating a range of innovative new roles that made a tangible positive impact on patient experience, effective recruitment and retention practices, and outcomes assessment. Ensured a diverse range of volunteers and quality volunteering experience, whilst managing a robust screening and training procedure and fundraising for the department. Increased the number of regular volunteers from 75 by over 100%.

Recruiting and supporting young people to volunteer in a variety of roles and organisations, organising events and consultations, building retention strategies, delivering training sessions, and facilitating youth action.